Final Report Last Year

Amatoury 114
Shower Gel Production Line
Submitted to Dr Nadine Marie Moacdieh
By Rachel El Hajjar, Lama Fakher, Zeina Shatila, Nareg Panossian and Rami Zahreddine
1
Table of Contents
I. Introduction
A. System contents
B. System type
C. Layout type
II. Understanding the system
A. Wastes
B. Documenting the system
C. Visualizing the system
D. Time studies
E. Work sampling
F. Motion study
III. Improving the system
A. Worker machine relationships
B. Line balancing
C. Lean manufacturing
D. Operation analysis
E. Evaluating the alternatives
F. Predetermined time systems (MTM-1)
IV. Conclusion
2
I. Introduction
A. System Contents
a. Equipment
 Water reservoir
 Water pump
 Inspection water machine
 Hand pallet truck
 Mixers
 Storage tanks
 Pipes
 Filling machine
 Labeling machine
 Packaging machine
 Conveyor belt
 Weighing scale
 Pallets
 Elevator
b. Materials
 Water
 Raw materials
 Bottles
 Caps
 Labels
 Nylon for packaging
3
B. System type
The system is a pull system.
Amatoury 114 produces their products based on a weekly demand number. This means that the
shower gel production system is not produced ahead of time but is centered around a fixed value,
this being the weekly demand of shops and distributors.
In a system of this type, inventory costs are low and wasted products are minimized.
Furthermore, there might be high-stress periods and delays could occur.
C. Layout types
The layout of the Amatoury 114 Production factory is divided into two floors.
In the upper floor, raw materials are transported from the storage room 1 to the manufacturing
area and the water from the reservoir is inspected in a separate room. This shows that the upper
floor consists of different facilities each one grouped alone (reservoir – manufacturing area – raw
material storage room 1). So, the layout type of the upper floor is a process or functional layout.
The supervision on this floor is very easy and operators can be easily trained. Similar facilities
are grouped together which gives a general appearance of tidiness.
In the lower floor, the filling process followed by the labeling and then the packaging is a
product or straight-line layout. The biggest indicator is the presence of a conveyor belt linking
the above three processes (the filling, labeling, and packaging machines). However, bottles and
caps are collected from the storage room 2 and after the packaging is done the bottles are
transported to the elevator and then to the underground warehouse. This shows that
characteristics of both product and process layouts are present. However, considering that the
bulk of the operation in the lower floor is filling, labeling, and packaging, the layout in this area
is more of a straight-line layout.
4
II. Understanding the system
A. Waste
1. Muri
There is Muri since the workers are overburdened. They work for 10 hours from 7:30 AM to
5:00 PM with only a 30 min break at noon (12:00 till 12:30 pm).
2. Muda
a. Unnecessary transportation and motion
Transporting the raw materials from the storage room 1 to the mixers in the manufacturing area
(emptying the raw material barrels into the mixers), getting the bottles and caps from storage
room 2 to the filling machine, transporting the packaged bottles to the elevator and then to the
underground warehouse.
b. Waiting for the next step
We can see it especially when the worker waits one hour for the mixing to finish, for the storage
tanks to be filled and for the filling machine to be full. In addition, when waiting for the elevator
to transport finished products to the underground warehouse. The elevator is very slow because it
transports heavy weights, which increases a lot the waiting time.
c. Defective products
Products that are not fit for sale do exist. Any bottle that does not pass the weight inspection has
to be discarded. This happens when the pistons of the filling machine are filled with air. In this
case, the bottle is full but the weight of the bottle is less than the normal. This is usually due to
air bubbles in the mixture. In the picture below, pistons of the filling machine are showed
clearly.
5
In addition, sometimes the label on the bottle does not match the smell of the shower gel.
Defective packages also exist. This happens when the packaging machine packages less than 6
bottles together (each package must contain exactly six bottles).
B. Documenting the system
Standard method: Shower Gel 750 milliliters Production Line
Upper floor (manufacturing area)
1. Go to the water reservoir

2. Set the inspection machine
3. Wait for the results
4. Read the results
5. Go to storage room 1
6. Put the raw material on a pallet
7. Transport raw materials to the manufacturing area
8. Empty the barrels into the mixer
9. Pump water from the reservoir into the mixer
10. Turn on the mixer
11. Wait for one hour
12. Check for the pH
13. Pump the mixture to storage tanks through pipes
14. Wait for the storage tank to be full
Lower floor (Filling, labeling and packaging floor)
6
15. Go to the lower floor
16. Connect the filling machine to the storage tank
17. Get the empty bottles and caps from storage room 2
18. Unpackage the empty bottles and caps
19. Place the caps in the machine caps distributor
20. Place the empty bottles one by one on the conveyor belt
21. Turn on the filling machine
22. Wait for the machine to fill the bottles and put the caps
23. Inspect each bottle (cap and smell) and weigh it
24. Place it on the conveyor belt
25. Wait for the bottle to be labeled by the machine (sticker and LOT number)
26. Wait for the machine to package every 6 bottles
27. Inspect the number of bottles in each package
28. Carry the package to pallet
29. Get a pallet truck
30. Put the pallet on the hand pallet or automatic truck
31. Move the pallet truck to the elevator
32. Wait for the elevator to come
33. Take the pallet truck to the underground warehouse
Layout of the factory
7
Upper Floor Lower Floor
1. View of the upper floor to the lower floor
2. Storage room 1
3. Manufacturing room: Mixers in blue, storage tanks in red
4. Elevator
5. Water inspection room
6. Offices
7. Computer station
8. Entrance to factory
9. Filling, labeling and packaging machine 1
10. Essence storage room (for perfumes)
11. Pallets station
12. Filling, labeling and packaging machine 2
13. Inspection of bottles and packages
Green is for storage and warehouse
Red is for the connection by pipes from the upper floor storage of shower gel to the lower floor
Blue is for machines
8
Storage room 1: raw materials room
C. Visualizing the system

1. Flow Diagram
9
2. Value stream mapping (VSM)
This value stream mapping documents the current and desired state of the job from order to
delivery.
D. Time Studies
10
Two time studies were conducted. The first one in the manufacturing area and the second one for
the manual filling of the 250 milliliters bottles.
Manufacturing area
This study was performed on an operator, working on the manufacturing floor, who is
responsible for bringing in raw material from the storage room 1, setting up the mixing machine
and adding in all the raw material to the mixer to produce shower gel.
The picture below is the one of the mixer.
a. Standard Method
1. Move hand pallet truck next to barrels of raw materials
2. Pick up barrel by hand pallet truck
3. Secure barrel on hand pallet truck by straps
4. Transport barrel by hand pallet truck to manufacturing area
5. Unload barrel from hand pallet truck
6. Open barrel cap
7. Get a bucket
8. Transfer raw material from barrel to mixing machine
9. Place water pipe into the mixing machine
10. Go to water reservoir and turn on water pump
11
11. Turn off water pump
12. Remove water pipe from mixing machine
13. Go to computer and check machine settings
14. Turn off safety button
15. Turn mixing machine on
16. Return the hand pallet truck to the storage room 1
b. Identify Breakpoints
Elements Start Point End Point

Move hand pallet truck next Grasp hand pallet truck Push down on pallet truck
to barrels of raw materials handle handle
Pick up barrel by hand pallet Push down on pallet truck Grasp barrel strap
truck handle
Secure barrel on hand pallet Grasp barrel strap Release securing straps
truck by straps
Transport barrel by hand Release securing straps Push down on pallet truck
pallet truck to manufacturing handle
area
Unload barrel from hand Push down on pallet truck Grasp barrel cap
pallet truck handle
Open barrel cap Grasp barrel cap Release barrel cap
Get a bucket Release barrel cap Grasp bucket
Transfer raw material from Grasp bucket Grasp water pipe
barrel to mixing machine
Place water pipe into the Grasp water pipe Release water pipe
mixing machine
Go to water reservoir and Release water pipe Flick pump machine button
turn on water pump
Turn off water pump Flick pump machine button Grasp water pipe
Remove water pipe from Grasp water pipe Release water pipe
mixing machine
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Go to computer and check Release water pipe Flick safety button
machine settings
Turn off safety button Flick safety button Push on mixing machine
button
Turn mixing machine on Push on mixing machine Grasp hand pallet truck
button
Return the hand pallet truck Grasp hand pallet truck Release hand pallet truck
to the warehouse
c. Determine Number of Cycles Needed

Assumptions:
 All times are in minutes.

 Confidence interval of study: 90%
 Margin of error of study: 10%
Pilot Study
E1 E2 E3 E4 E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16
C1 0.4 0.8 0.5 1.3 0.8 0.2 0.2 2.1 0.3 0.6 0.5 0.2 1.0 0.1 0.2 0.5
66 64 16 0 40 1 9 3 83 40 33 19 4 2 74 49
C2 0.3 0.9 0.5 2.1 0.8 0.3 0.2 2.5 0.3 0.9 0.6 0.1 1.9 0.2 0.3 0.8
07 48 30 1 16 46 2 6 42 2 14 8 1 31 0 60
C3 0.5 1.2 0.4 1.1 1.4 0.2 0.1 2.0 0.4 0.5 0.3 0.1 1.8 0.1 0.3 0.4
3 3 36 53 3 62 89 3 92 6 28 32 9 73 82 9
i. Approximate guide
10.374+13.194+11.707
Average cycle time = = 11.76 min
3
According to the approximate guide, the recommended number of cycles is 8.
13
ii. Statistical technique
 n=3
 Degrees of Freedom = 3−1=2
 𝛼 = 1−0.9=0.1
 K= 0.1
 t = 2.92 (By excel T.INV.2T (0.1,2))
tS 2
 n=( )
k x̄
Elements x̄ Standard Deviation n

Element 1 0.434 0.115 60
Element 2 1.01 0.192 31
Element 3 0.494 0.051 10
Element 4 1.52 0.515 98
Element 5 1.03 0.348 98
Element 6 0.273 0.069 55
Element 7 0.233 0.052 43
Element 8 2.24 0.282 14
Element 9 0.406 0.078 32
Element 10 0.707 0.189 62
Element 11 0.492 0.147 77
Element 12 0.177 0.044 52
Element 13 1.61 0.497 81
Element 14 0.175 0.056 87
Element 15 0.319 0.056 27
Element 16 0.633 0.199 85
From the above statistical method, we choose the largest number of observations, which is n=98.
d. Record Element Times
14
For simplicity, the approximate guide was used, meaning in total 8 observations were made
using continuous timing technique, including the 3 original observations from the pilot study.
C1 0.4 0.8 0.5 1.3 0.8 0.2 0.2 2.1 0.3 0.6 0.5 0.2 1.0 0.1 0.2 0.5
66 64 16 0 40 1 9 3 83 40 33 19 4 2 74 49
C2 0.3 0.9 0.5 2.1 0.8 0.3 0.2 2.5 0.3 0.9 0.6 0.1 1.9 0.2 0.3 0.8
07 48 30 1 16 46 2 6 42 2 14 8 1 31 0 60
A
C3 0.5 1.2 0.4 1.1 1.4 0.2 0.1 2.0 0.4 0.5 0.3 0.1 1.8 0.1 0.3 0.4
3 3 36 53 3 62 89 3 92 6 28 32 9 73 82 9
C4 0.3 0.8 0.5 1.7 1.1 0.2 0.2 2.8 0.4 0.5 0.6 0.2 1.4 0.2 0.3 0.7
91 84 80 4 5 74 91 7 3 28 20 1 3 7 8 34
C5 0.4 1.0 0.6 1.9 0.9 0.3 0.3 2.2 0.5 0.4 0.5 0.2 2.6 0.2 0.2 0.5
2 2 73 5 30 24 9 2 30 61 9 1B 14 46 93
C6 0.5 0.9 0.5 1.8 1.0 0.3 0.2 2.6 0.5 0.5 0.4 0.3 1.2 0.3 0.3 0.6
1 5 C 14 0 8 1 1 4 8 92 19 0 4 26 1
C7 0.4 1.1 0.4 1.6 1.0 0.3 0.2 2.7 0.4 0.6 0.5 0.2 1.7 0.3 0.2 0.6
91 8 3 9 1 92 52 1 2 6 02 59 9 1 9 7
C8 0.3 1.3 0.4 2.0 0.9 0.3 0.1 2.0 0.5 0.4 0.5 0.3 1.9 0.3 0.3 0.6
89 1 81 7 14 02 75 9 91 29 1 6 8 3 9
A: Operator stopped working to chat with another operator.

B: Computer software crashed, and operator was forced to restart the software (1.03 min)
C: Operator went to elevator to help bring in 3 new barrels of raw material (4.22 min)
Now that we have the element times, let us calculate the actual margin of error of this study:
 Mean ( x̄ ¿ = 12.23 min
 Standard Deviation (S) = 0.864
 n=8
ts (2.92)(0.864)
 K= = = 0.073 = 7.3%
x̄ √ n (12.23) √(8)
This shows that our assumption for the margin of error of 10% was accurate, since the margin of
error of our actual study composed of 8 observations had a margin of error of 7.3% which is
relatively close to our assumption.
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e. Clean Up Data
 A: Operator stopped working to chat with another operator. (Element 10)
Q1 = 0.5095, Q3 = 0.65
Q3 – Q = 0.1405
1.5IQR = 0.21075 < Q - 1.5IQR
It’s an outlier. We don’t count A.
 B: Computer software crashed, and operator was forced to restart the software (Element 13)
Subtract abnormal time from normal element time (Done below in table)
 C: Operator went to elevator to help bring in 3 new barrels of raw material.
Since this abnormal element is between two normal elements, we ignore it.

C1 0.4 0.8 0.5 1.3 0.8 0.2 0.2 2.1 0.3 0.6 0.5 0.2 1.0 0.1 0.2 0.5
66 64 16 0 40 1 9 3 83 40 33 19 4 2 74 49
C2 0.3 0.9 0.5 2.1 0.8 0.3 0.2 2.5 0.3 - 0.6 0.1 1.9 0.2 0.3 0.8
07 48 30 1 16 46 2 6 42 14 8 1 31 0 60
C3 0.5 1.2 0.4 1.1 1.4 0.2 0.1 2.0 0.4 0.5 0.3 0.1 1.8 0.1 0.3 0.4
3 3 36 53 3 62 89 3 92 6 28 32 9 73 82 9
C4 0.3 0.8 0.5 1.7 1.1 0.2 0.2 2.8 0.4 0.5 0.6 0.2 1.4 0.2 0.3 0.7
91 84 80 4 5 74 91 7 3 28 20 1 3 7 8 34
C5 0.4 1.0 0.6 1.9 0.9 0.3 0.3 2.2 0.5 0.4 0.5 0.2 2.6 0.2 0.2 0.5
2 2 73 5 30 24 9 2 30 61 9 1 14 46 93
1.5
8B
C6 0.5 0.9 0.5 1.8 1.0 0.3 0.2 2.6 0.5 0.5 0.4 0.3 1.2 0.3 0.3 0.6
C
1 5 14 0 8 1 1 4 8 92 19 0 4 26 1
C7 0.4 1.1 0.4 1.6 1.0 0.3 0.2 2.7 0.4 0.6 0.5 0.2 1.7 0.3 0.2 0.6
91 8 3 9 1 92 52 1 2 6 02 59 9 1 9 7
C8 0.3 1.3 0.4 2.0 0.9 0.3 0.1 2.0 0.5 0.4 0.5 0.3 1.9 0.3 0.3 0.6
89 1 81 7 14 02 75 9 91 29 1 6 8 3 9
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f. Calculating Elemental Times
Me 0.4 1.0 0.5 1.7 1.0 0.3 0.2 2.4 0.4 0.5 0.5 0.2 1.6 0.2 0.3 0.6
an 38 48 20 27 21 03 41 15 58 57 13 38 00 55 16 50
S. 0.0 0.1 0.0 0.3 0.2 0.0 0.0 0.3 0.0 0.0 0.0 0.0 0.3 0.0 0.0 0.1
D 75 69 79 45 01 55 49 20 78 82 98 63 48 87 48 16
g. Performance Rate Operator

The operation is not complex, does not require different types of skills other than good
knowledge of the standard method, and the cycle time is less than 30 minutes.
Therefore, we decided to rate the operation as a whole according to the Westinghouse System:
 Skills: The operator has an experience of 7 years, is very familiar with the job
environment, and is very skilled at doing this operation
B1: Excellent = +0.11
 Effort: Due to the current high demand of products, the operator applies a lot of effort to
ensure the required daily production goals are met
B2: Excellent = +0.08
 Conditions: The place is very crowded, narrow, slippery with very high noises from
machines and poor ventilation
F: Poor = -0.07
 Consistency: The element times between different cycles are rather close to each other,
with some cases of deviation
D: Average = 0.00
Skill B1 +0.11
Effort B2 +0.08
Conditions F -0.07
Consistency D +0
Algebraic Sum 0.12
Performance
Factor 1.12
17
Therefore, R=112
Now, Average Element Time= ∑ ET = 12.299min
R 112
Normal Time: NT= ∑ ET + = 12.299 + = 13.419 min
100 100
h. Assign Proper Allowances

 Constant allowance = 9% (5% for personal needs and 4% for basic fatigue)
 Variable fatigue allowance = 25% (International Labor Office standards)
o Standing allowance = 2%
o Abnormal position allowance: awkward position (bending) = 2%
o Atmospheric condition allowance = 10%
o Use of force allowance: weight lifted 30 lbs. = 5%
o Noise level allowance: intermittent very loud = 5%
o Medium monotony = 1%
 Special allowances: unavoidable delay allowance = 2%
Total Allowance = 36%
Allowance %
Standard Time: ST= NT×(1+ ¿ = 13.419×(1+ 0.36) = 18.25 minutes
100
18.25 minutes for the manufacturing part, common for both 750 milliliters and 250
milliliters.
18
Manual filling of the 250 milliliters bottles
This study was performed on an operator, working on the filling floor, who is responsible for
bringing in bottle boxes each containing around 60 bottles from the storage, and filling, closing,
labelling and packaging these bottles. The first element of the standard method is irregular,
because the worker only gets a new box of bottles whenever his current supply is finished.
a. Standard Method
1. Get Bottles (Irregular)
2. Place Bottles on table
3. Fill the bottle
4. Close the bottle
5. Place the bottle on conveyor belt
6. Label the bottle
7. Package the bottle
8. Put the package on the pallet
b. Identify Breakpoints
Elements Start Point End Point

Get Bottles Stand up to leave work station Place bottle box on table
Remove from box and place Place bottle box on table Release last bottle
6 bottles on table
Fill the bottles Release last bottle Grasp cap
Close the bottles Grasp cap Release last bottle
Label the bottles Release last bottle Grasp labelled bottles
Package the bottles and Grasp labelled bottle Place package on pallet
place package on pallet
c. Determine Number of Cycles Needed
Assumptions:
· All times are in minutes
19
· Confidence Interval of study: 90%
· Margin of error of study: 10%
Pilot Study:
E1 E2 E3 E4 E5 E6
Cycle 1 3.42 0.466 1.42 0.92 1.88 1.04
Cycle 2 - 0.35 1.48 0.87 1.80 1.20
Cycle 3 - 0.48 1.61 0.99 2.02 1.13
i. Approximate guide
9.15+5.7+6.23
Average cycle time = = 7.025 min
3
According to the approximate guide, the recommended number of cycles is 10.
ii. Statistical technique

· n=3
· Degrees of Freedom= 3-1 =2
· 𝛼 = 1-0.9=0.1
· K= 0.1
· t= 2.92 (By excel T.INV.2T (0.1,2))
Elements x S tS 2
n=( )
kx
Element 1
Element 2 0.432 0.0714 24
Element 3 1.503 0.0971 4
Element 4 0.927 0.0603 4
Element 5 1.9 0.111 3
Element 6 1.123 0.08 4
From the above statistical method, we choose the largest number of observations, which is n=24.
20
d. Record Element Times
For simplicity, the approximate guide was used, meaning in total 10 observations were made
using continuous timing technique, including the 3 original observations from the pilot study.
Element 1 Element 2 Element 3 Element 4 Element 5 Element 6

Cycle 1 3.42 0.466 1.42 0.92 1.88 1.04
Cycle 2 - 0.356 1.48 0.87 1.80 1.20
Cycle 3 - 0.48 1.61 0.99 2.02 1.13
Cycle 4 - 0.339 1.47 0.94 2.11 1.07
Cycle 5 - 0.390 1.58 0.88 1.97 1.12
Cycle 6 - 0.400 1.62 0.81 1.93 1.28
Cycle 7 - 0.315 1.61 1.78 A 2.03 1.19
Cycle 8 - 0.407 1.68 1.01 1.89 1.02
Cycle 9 - 0.44 1.44 0.92 1.90 1.79 B
Cycle 10 3.98 0.390 1.49 0.95 1.93 1.22
A: Operator ran out of bottle caps, and had to go to storage room to get a new box of caps.
B: Operator tripped two other packages while placing his package on the pallet, and thus he had
to bend down and reposition the other packages. (0.72 min)
Now that we have the element times, let us calculate the actual margin of error of this study:
· Mean = 5.85 min

· Standard Deviation (S) = 1.694
· n=10
· K = 0.047 = 4.7%
This shows that our assumption for the margin of error of 10% was not accurate, since the
margin of error of our actual study composed of 10 observations had a margin of error of 4.7%
which is way lower than our assumption of 10%
e. Clean up Data
21
 A: Operator ran out of bottle caps, and had to go to storage room to get a new box of caps
(Element 4)
Q1=0.88, Q3=0.99, Q3-Q1=0.11
o 1.5IQR =0.165 < Q1-1.5IQR.
o It’s an outlier. We don’t count A.
 B: Operator tripped two other packages while placing his package on the pallet, and thus
he had to bend down and reposition the other packages. (Element 6)
o Subtract abnormal time from normal element time (Done below in table)
Element 1 Element 2 Element 3 Element 4 Element 5 Element 6

Cycle 1 3.42 0.466 1.42 0.92 1.88 1.04
Cycle 2 - 0.356 1.48 0.87 1.80 1.20
Cycle 3 - 0.48 1.61 0.99 2.02 1.13
Cycle 4 - 0.339 1.47 0.94 2.11 1.07
Cycle 5 - 0.390 1.58 0.88 1.97 1.12
Cycle 6 - 0.400 1.62 0.81 1.93 1.28
Cycle 7 - 0.315 1.61 - 2.03 1.19
Cycle 8 - 0.407 1.68 1.01 1.89 1.02
Cycle 9 - 0.44 1.44 0.92 1.90 1.79 1.07
Cycle 10 3.98 0.390 1.49 0.95 1.93 1.22
f. Calculating Elemental Times
Element Element Element Element Element Element

1 2 3 4 5 6
Mean 3.700 0.398 1.540 0.921 1.946 1.134
S. D 0.396 0.053 0.090 0.062 0.089 0.086
g. Performance Rate Operator
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Since the cycle time is less than 30 minutes, and it is not a very complex and tedious one  We
decided to rate the operation as a whole according to the Westinghouse System:
· Skills: The operator has an experience of 1 years, and is familiar with the job
environment. C2: Good: +0.03
· Effort: The operator works fast to ensure all orders are met. C1: Good: +0.05
· Conditions: The place is crowded and narrow with very high noises from machines and
poor ventilation. E: Fair: -0.03
· Consistency: The element times between different cycles are rather close to each other,
with some cases of inconsistencies. D: Average: 0.00
Skill C2 0.03
Effort C1 0.05
Conditions E -0.03
Consistency D 0
Algebraic Sum 0.05
Performance Factor 1.05
Therefore, R=105
Now, Average Element Time= 3.7(2/10) +0.398+1.54+0.921+1.946+1.134 =6.68 min
Normal Time: NT= 6.68 + = 7.73 min
h. Assign Proper Allowances
Using the International Labor Office standards:
· Constant Allowance = 9% (5% for Basic needs & 4% for general fatigue)
· Variable Allowance = 16%
o Atmospheric Condition Allowance = 8%
o Noise Level Allowance: Intermittent-Very Loud = 5%
o Medium Monotony = 1%
23
o Tedious = 2%
Total Allowance = 25%
Standard Time: ST = 9.66min
This time study will be used in the line balancing, further in the report.
24
E. Work Sampling
Filling, Labeling, and Packaging machine for 750mL
A work sampling study is done on the machines to find their utilization rates. The data is
collected by observations.
The working hours in the factory are from 7:30AM to 5:00PM with a 30-minute break from
12:00 pm till 12:30 pm.
A pilot study of 20 observations will be conducted over 2 days with 10 observations per day (5
before 12:00 pm and 5 after 12:30 pm).
Note that the 3 machines (filling, labelling and packaging) are considered as one big machine
since the operation is continuous and one can’t run without the other.
The times of observation are found using excel by multiplying the rand function by 10 then
converting it to time and canceling out the times that are outside of work hours and during
breaks.
Observation Time Using machine Machine Idle

1 8:01 AM X
2 8:58 AM X
3 9:41 AM X
4 10:19 AM X
DAY 1 5 11:16 AM X
6 12:48 PM X
7 2:36 PM X
8 3:08 PM X
9 4:06 PM X
10 5:00 PM X
11 7:36 AM X
12 9:26 AM X
13 10:14 AM X
14 11:05 AM X
25
DAY 2 15 11:45 AM X
16 2:20 PM X
17 3:14 PM X
18 3:46 PM X
19 4:42 PM X
20 1:27 PM X
11
^p= =0.55
20
We take CI = 90 % and the margin of error = 10%
Using excel, with α = 0.1 we find Z= 1.645
N (number of observations needed) = 1.645 ×

2
( 0.550.1× 0.45 )=67 observations
2
We will take n = 70 observations over 7 workdays with 10 observations per day (5 before noon
and 5 after 12:30 pm)
Observations Time Using machine Machine Idle

1 7:31 AM X
2 8:27 AM X
3 9:42 AM X
4 10:40 AM X
DAY 1 5 11:17 AM X
6 12:37 PM X
7 12:58 PM X
8 2:31 PM X
9 3:50 PM X
10 4:55 PM X
11 7:44 AM X
12 9:26 AM X
13 10:47 AM X
14 11:18 AM X
26
DAY 2 15 11:51 AM X
16 12:54 PM X
17 1:33 PM X
18 3:54 PM X
19 4:50 PM X
20 3:27 PM X
21 8:46 AM X
22 9:19 AM X
23 10:17 AM X
24 11:08 AM X
DAY 3 25 11:57 AM X
26 1:31 PM X
27 2:38 PM X
28 3:15 PM X
29 4:33 PM X
30 3:13 PM X
31 8:01 AM X
32 8:40 AM X
33 9:09 AM X
34 10:33 AM X
DAY 4 35 11:53 AM X
36 1:24 PM X
37 2:12 PM X
38 2:42 PM X
39 3:49 PM X
40 4:10 PM X
41 7:54 AM X
42 8:58 AM X
43 10:12 AM X
44 11:01 AM X
27
DAY 5 45 11:46 AM X
46 1:04 PM X
47 2:42 PM X
48 3:21 PM X
49 3:59 PM X
50 4:56 PM X
51 8:02 AM X
52 8:58 AM X
53 9:57 AM X
54 10:41 AM X
DAY 6 55 11:59 AM X
56 1:15 PM X
57 2:51 PM X
58 3:39 PM X
59 2:51 PM X
60 3:15 PM X
61 7:34 AM X
62 8:13 AM X
63 8:53 AM X
64 10:13 AM X
DAY 7 65 11:17 AM X
66 12:46 PM X
67 1:19 PM X
68 3:37 PM X
69 4:29 PM X
70 3:08 PM X
Using a 90% CI we get z = 1.645
40
P1=Probability that the machine is working= =0.5714
70
28
30
P2=Probability that the machine is not working= =0.4285
70
Margin of error of P1∧P2=1.645 ×

√ 0.5714 ( 1−0.5714 )
70
=0.09
So, machine is on for 57.14 % of the time ± 9%
To get the machine working time, we multiply 0.5714 by 10 hours.
So, the filling, labelling and packaging machine for the 750 milliliters bottle is on for
5.714 ± 0.9 hours every workday .
Filling, Labelling and Packaging machine
29
Mixing machines (upper floor)
The data collected is by personal observation (going and coming in person). The workday starts
at 7:30 A.M. till 5:00 P.M. The workers have their lunch break at 12:00 P.M. till 12:30 P.M. A
pilot study of 30 samples was conducted. We used the Rand () function on excel to generate
random times. We deleted the inappropriate times (highlighted in red) and got a total of 30
observations. The random times allow me to avoid biasing (going at the same time or visiting
every equal time intervals). The 30 observations were divided into 6 observations a day for a
regular week.
Work sampling form:
Observations Time Day Machine is down

1 4:27 PM Monday X
2 9:16 AM Monday X
3 9:10 AM Monday
4 4:07 PM Monday X
5 3:11 PM Monday
6 8:14 AM Monday X
7 3:13 PM Tuesday X
8 9:03 AM Tuesday X
9 2:09 PM Tuesday X
10 2:10 PM Tuesday
11 9:49 AM Tuesday X
12 3:42 PM Tuesday X
13 4:27 PM Wednesday
14 3:15 PM Wednesday X
15 11:41 AM Wednesday X
18 11:30 AM Wednesday
19 7:49 AM Thursday X
20 3:24 PM Thursday
30
21 9:31 AM Thursday
22 3:08 PM Thursday X
24 11:56 AM Thursday
25 10:24 AM Friday X
27 12:44 PM Friday
29 8:29 AM Friday X
30 2:28 PM Friday X
30
∑ x 20 =0.67
To determine n, ^p= i=1 i
=¿ 30
n
Let:
 l=0.05
 CI =0.95
 α =0.05
p¿ =1−α /2 = 1 – 0.025 = 0.975
α
z 2 = NORM.INV (0.975, 0, 1) = 1.96
n=( z 2 )
α 2
( ^p (1−^p )
l
2 )
=1.96
2
( 0.67 ×(1−0.67)
0.05
2 )
=339.75 ≅ 340 Observations needed
However, due to the limit in time, we could not perform 340 observations. Thus, we decided to
decrease the confidence interval to 90% and increase the margin of error / accuracy to 10%
 l=¿ 0.1
 CI =0.9
 α =0.1
31
¿
p =1−α /2 = 1 – 0.05 = 0.95
α
z 2 = NORM.INV (0.95, 0, 1) = 1.645
2
n=( z α2 )
( ^p (1−^p )
l 2 )
=1.645 2
( 0.67 ×(1−0.67)
0.12 )
=59.83 ≅ 60 observations needed
Determining the frequency of the observations and Conducting the study:
Thus, 60 observations were recorded. The first 30 in the below work sampling form is random
generated observations from 7:30 A.M. till 12:00 P.M., while the other 30 in the below work
sampling form is random generated observations from 12:30 P.M. till 5:00 P.M. The next week
after the pilot study, 12 observations per day (6 in the morning and 6 in the afternoon).
Observations Time Day Machine is down

1 10:49 AM Monday
2 8:35 AM Monday X
3 11:20 AM Monday
4 11:22 AM Monday X
5 8:01 AM Monday X
6 9:38 AM Monday X
7 10:10 AM Tuesday
8 8:25 AM Tuesday X
9 10:09 AM Tuesday
11 8:44 AM Tuesday
32
20 8:48 AM Thursday
26 9:23 AM Friday X
28 9:27 AM Friday X
30 10:19 AM Friday
31 4:51 PM Monday
32 1:08 PM Monday X
33 4:13 PM Monday X
34 12:56 PM Monday X
35 1:34 PM Monday X
36 12:50 PM Monday
38 2:55 PM Tuesday
40 2:45 PM Tuesday
33
50 2:58 PM Thursday
54 2:16 PM Thursday
55 1:41 PM Friday
56 2:28 PM Friday X
57 3:36 PM Friday
58 1:07 PM Friday X
59 3:27 PM Friday
60 4:49 PM Friday X
Calculate the probability:

36
^p= =0.6
60
We will be using this probability in the worker machine relationship later in the report.
34
F. Motion Study
Filling a 250 mL bottle
Time Time
(in (in
Left Hand Therbligs sec) sec) Therbligs Right Hand
RE 3.00 3.00
Take the empty bottle G UD Wait
from the bag to the table M
PP
5.00 RE
G Take the filling pipe
M
H P
Hold the bottle
11.00 6.00
U
M Fill the bottle
RL
10.00 3.00 RE
G
M Weigh the bottle.
P
Wait UD RL
7.00
I Check the weight.

RE 3.00 3.00 RE
G G
Take a cap from the bag. M M Place the bottle on the table.
P
35
5.00 5.00
A A
Close the bottle. RL Close the bottle.
7.00 7.00
M Place the bottle in the
Wait UD P labeling machine.
RL
¿ effective time=11 seconds
¿ ineffective time=28 seconds
¿ hand effective time=29 seconds
¿ hand ineffective time=10 seconds
Cycle time =39 seconds
Improve the Therbligs
In order to eliminate ineffective therbligs, which are mostly in this case unavoidable
delay, hold and inspection, several approaches can be implemented. For the first UD, the right
hand could get started on reaching for the filling pipe rather than just wait 3 seconds. For the left
hand that is holding the bottle while the right hand is filling it, the bottle could be placed in a
clamp that keeps it in place rather than let the worker manually do that. The main source of
ineffective therbligs here is the inspection of the weight bottle. In order to eliminate that step, we
can install an automated filling pipe which is programmed to fill the bottle exactly 250 mL, this
would remove the need for the inspection step and would remove the waiting as a form of
unavoidable delay from the left hand.
Regarding minimizing the effective therbligs, all the reaching and moving that is done
can be reduced by having everything close by: the bottles, caps and the balance for weighing the
bottle. A lot of the motion, especially the grasp, can be reduced by having several bottles next to
each other, clamped up, so the worker can easily move from one bottle to the next. In order to
36
facilitate the position of the filling pipe to the opening of the bottle, we can choose to have a
small filling pipe which is easier to fit in the hole or a filling pipe with a head that is a
complementary shape to the opening of the bottle, which makes the positioning process very
easy and almost automatic. Same thing for placing the bottles in the labeling machine: the
machine can be installed with clamps or stands that are the complementary shape of the bottle so
the worker can easily place it in the machine.
The improvements mentioned above are all considered to be feasible, since they are small
modifications to be applied in each workplace which will contribute to a significant increase in
efficiency. From an economic perspective, adding clamps and customized stands which hold
bottles on each of the 12 filling stations across the factory does not cost more than $500 which is
a very feasible investment for the company. From a social perspective, these stands will allow
the operators to work more easily, focusing on the specific task without having to worry about
holding each bottle which will increase their morale and efficiency while working.
In regards to the automated filling pipes, the prices can range from $4,000 to $10,000
depending on the complexity and technology of the machine, however, since the factory already
has a ready setup and only has to change the piping system without having to buy new machines,
we approximate that it will cost them less than $5,000 for each workstation, which also is
feasible over the span of the coming years, specially that Amatoury 114 exports many of its
products and has USD revenue source outside the local market. This investment will
significantly help the operators on these workstations who no longer have to worry about
weighing each bottle.
37
III. Improving the system
A. Worker machine relationships
There is 1 worker operating on 3 identical mixer “machines”. To optimize this worker-machine

relationship, a random servicing machine was conducted
The aim of the work sampling study done previously was to determine the probability p of
machines being down, and therefore, the amount of machine interference time or machine idle
54
time. ^p= =0.6
90
With one operator

The probability that a machine is down is 0.6.
Now, since we have p = 0.6, we can work on the worker-machine relationship.
We have 3 mixers and 1 worker servicing the mixers. We want to figure out the machine idle
time or the time lost in a workday in order to know what we can improve. Since the machines are
identical and the machines are down randomly, we will be using random servicing.
K1 = 10,000 L.L./hr & K2 = 1,000,000 L.L./hr considering the price of raw materials that go in it.
Ideally, if each machine can mix up to 1500 kg of shower gel every 5 hours and each shower gel
is 750 grams then,
1500× 2
R= =4,000 bottles/day /machine which is equivalent to 400 bottles/hour/machine.
0.750
# of machines down Probability Machine hours lost per workday

(k)
0 P(k = 0) = 0.4 3=0.064 0
1 P(k = 1) = 3 ×0.6 × 0.42 =0.288 0
2 P(k = 2) = 3 C 2 ×0.6 2 ×0.4=0.432 8 × 0.432=3.456
3 P(k = 3) = 0.63 =0.216 8 × 0.216 ×2 = 3.456
Expected time lost = 6.912 hours per day
From a production perspective:
38
bottles bottles
In reality, R = 3 × 400× 10−6.912 × 400=9,236 =924 in total for three machines.
day hour
From an economic perspective:
K 1 +n K 2 10,000+1,000,000× 3
TEC = = =3,257 L . L ./ bottle
R 924
Should another worker be added?
With two operators:

# of machines down (k) Probability Machine hours lost per workday
0 P(k = 0) = 0.4 3=0.064 0
1 P(k = 1) = 3 ×0.6 × 0.42 =0.288 0
2 P(k = 2) = 3 C 2 ×0.6 2 ×0.4=0.432 0
3 P(k = 3) = 0.63 =0.216 8 × 0.216 = 1.728
Expected time lost = 1.728 hours per day

bottles bottles
In reality, R =3 × 400× 10−1.728 × 400=11,309 =1,131
day hour
2 × K 1 +n K 2 2× 10,000+1,000,000× 3
TEC = = =2,670 L. L ./ bottle
R 1,131
With three operators

# of machines down (k) Probability Machine hours lost per workday
0 P(k = 0) = 0.4 3=0.064 0
1 P(k = 1) = 3 ×0.6 × 0.42 =0.288 0
2 P(k = 2) = 3 C 2 ×0.6 2 ×0.4=0.432 0
3 P(k = 3) = 0.63 =0.216 0
Expected time lost = 0 hours per day

In reality, R = 12,000 bottles/day = 1,200 bottles/hour
39
3 × K 1+ n K 2 10,000 ×3+1,000,000 ×3
TEC = = =2,525 L . L ./ bottle
R 1,200
In conclusion, as the number of workers increase from 1 to 3, the production rate is increasing
and the total expected cost per unit is decreasing. Thus, having 3 workers is ideal.
From an economic perspective, on one hand, we see that currently the total expected cost for
each bottle is 3,257 L. L, and on another hand, if the number of workers is increased to 3, the
total expected cost for each bottle decreases to 2,525 L.L. This clearly indicates that it is a
feasible improvement to increase the number of operators on each workstation. However, this
also depends on the current demand for products and that is why, in order to avoid having excess
inventory and higher costs, Amatoury 114 can consider employing part time operators during
peak demand seasons, which will allow them to produce bottles in a cheaper and faster way. This
improvement will also decrease the physical and mental burden on operators during high demand
periods who previously had to work tirelessly to meet the expectations of the supply schedule.
40
B. Line balancing
The time study used is done in part II, D, manual filling of the 250 milliliters bottles. Time
considered to finish one package.
Target is 150 packages per day of bottles of 250mL.
Estimated Work Unit Time (minutes) Element

3.7 1
0.398 2
1.540 3
0.921 4
1.946 5
1.134 6
Standard method
1) Get Bottles (Irregular)

2) Place Bottles on table
3) Fill the bottle
4) Close the bottle
5) Place the bottle on conveyor belt
6) Label the bottle
7) Package the bottle
8) Put the package on the pallet
Precedence chart
(1) → (2) → (3) → (4) → (5) → (6) → (7) → (8)
1. Create a precedence matrix
Element
Time s Elements
41
1 2 3 4 5 6
3.7 1 1 1 1 1 1
0.398 2 1 1 1 1
1.54 3 1 1 1
0.921 4 1 1
1.946 5 1
1.134 6
2. Calculate the positional weight for each operation

3. Order the operations by positional weight
4. List the immediate predecessors
5. Assign operations to workstations
Immediat
Unsorted Position Sorted e Cumulati Unassign
Operatio al Operatio Predecess ve Station ed station
ns Weight ns Time or Station Time time
1 9.639 1 3.7 - 1 3.7 0.3
2 5.939 2 0.398 1 2 0.398 3.602
3 5.541 3 1.54 2 2 1.938 2.062
4 4.001 4 0.921 3 2 2.859 1.141
5 3.08 5 1.946 4 3 1.946 2.054
6 1.134 6 1.134 5 3 3.08 0.92
3 stations
Cycle time = 3.7 minutes
1
R= =0.270 packages/min = 0.270 ×10 × 60=162 packages /day
3.7
Idle time = 0 + 0.841 + 0.62 = 1.461 min
1.461
% Idle time = =13 %
3 ×3.7
Efficiency = 100−13=87 %
42
We can conclude that by using line balancing the number of packages can increase from 150
packages to 162 packages per day.
C. Lean Manufacturing
a) 5S
We apply 5S on the manufacturing room as it is the messiest one and the one that needs the most
organization in order to make the process smoother.
SORT Useless items need to be removed such as the trash on the tables and all
over the room and the empty cardboard boxes and empty bags and
barrels. Everything that is useless and is just crowding up the room and
the computer area and making it harder to find the things that the
workers need should be thrown out or stored elsewhere.
SET IN ORDER In order to make the process of looking for an item faster, we need to
group similar items together. Cardboard boxes should be labelled and
put in a corner together and the barrels should be grouped on the other
side of the room. Regarding the computer area, the same type of files
should be put together to be more organized.
SHINE The floor is slippery because of the abundance of raw materials in the
entire factory. This should be cleaned since it causes a safety hazard.
The desk area should also be cleaned and wiped.
STANDARDIZE Workers of the factory should be introduced to the new way of
organizing the manufacturing room and the new places of all the
barrels and the files. They should be taught the proper way of labelling
cardboard boxes and storing them. In addition, the importance of not
leaving trash in the room to accumulate should be reinforced.
SUSTAIN In order not to revert back to the unorganized state of the
manufacturing room, regular audits should be conducted. A responsible
should be appointed to make sure that everything is organized the way
the new standard method imposes. The workers should be training and
43
constantly corrected if they place something in the wrong place, until
the new way of doing things becomes a habit.
This 5S system is easy to implement as it does not involve buying new equipment, so cost wise,
it is very feasible. It is encouraged as it improves the work environment of the workers and
reduces the chances of injuries due to slipping. The responsible appointed to make sure that the
new standard method is followed could be any employee or manager that works in the factory
and who is familiar with the new way of doing things, there is no need to hire someone else.
b) Just-in-time production (Pull system, Kanban)

Our system is a pull system; hence it is already a bit lean since products are produced based on
the demands of the customers. A one-piece flow has to be put in order and this is supported by
the installation of a Kanban. This would increase communication between the people responsible
for the different steps of the system, such as filling the bottles, labeling them and packaging. The
Kanban should be electronic since the system moves pretty quickly and there is not time for
manual ones. This requires the installation of computers or tablets at different workstations. This
could be costly since each tablet costs around $300, which is probably money than the company
could currently afford with the ongoing economic crisis, knowing that it is not a crucial
improvement and a priority at the moment.
c) Poka-yoke:
The mixer is preprogrammed to turn off alone after 1 hour of mixing to avoid bubbles that can
lead to defective products after filling.
d) Kaizen
Since it is a big facility, we can never consider that we made all the improvements possible. The
idea of continuous improvements should always be present and regular check-up should be made
in the entire factory (similarly for 5S) in order to make sure that we covered all the areas where
there is waste.
e) Jidoka
44
Since our process is automated in many parts, the use of intelligent machines is very important
since we want to avoid defective products and maximize quality. Andon Boards should be
installed on the filling machine and the packaging machine, which would signal if something
went wrong, for example for the filling machine, if something overflowed and the machine
lagged, the whole process should stop as to not accumulate work in progress. This approach,
similar to the installation of Kanban is costly, and considering we are in an economic crisis, it
may not be the best one.
D. Operation analysis
a. Operation purpose
Waiting operations (3, 11, 14, 22, 25, 26, 32 of standard method in part II.A) can be eliminated
or reduced. The purpose of these operations is to get a certain resultant. However, the same
purpose can be maintained while performing another operation meanwhile.
In element 18, unpackaging the bottles and caps can be performed by the supplier of the bottles
and caps. The nylon cover is not necessary when there is a carton box. Thus, the purpose of this
operation is unnecessary and not efficient.
b. Material
The waste identified earlier, “defective products”, suggests that there is an inefficient use of
materials. Defective products occur when the mixture obtained in the manufacturing area is very
bubbly and contains air particles more than the standard amount. Thus, another material that is
easier to be processed can replace the material that causes these defective products.
Another material-solution that can be more cost-effective is reusing bottles. This is by collecting
pre-used bottles from the market and using them again. This are classified as salvage material
can decrease costs of purchasing new bottles from supplier and promote sustainability.
Reusing bottles is considered to be feasible, since on one hand, it would contribute to a much
greener environment reducing the amount of new plastic bottles bought each year, and on
another hand, it would allow them to save up on raw material costs. However, changing the raw
material itself could potentially jeopardize the quality of the products, or even cost more than the
45
current one. That is why, a detailed analysis by an expert is needed before applying the above-
mentioned change.
c. Manufacturing sequence or process
Similar to Operations analysis, eliminating useless or inefficient operations could increase

efficiency of the manufacturing process.
The use of a machine or robot to fill the bottles on the alternative filling line is another effective
suggestion for this system. This would increase labor safety and decrease worker fatigue and
allow appointing different jobs to the workers (other than the filling job that is ideal for a robot).
Surely, a higher production rate would occur. As mentioned earlier, there are 2 fillings lines: 1
manual and the other by a machine.
From the given statistics, the machine is able to produce 40 bottles/min. While the workers can
fill up to 10 bottles/min. Thus, obviously, production rate is expected to rise with the
implementation of the robot.
d. Setup
Organizing the manufacturing area as indicated in the 5S could optimize its setup.
In addition, since the water inspection process is done in the morning of each day, the waiting
time for the water inspecting machine could be used to set the factory into work.
The unnecessary transportation in transporting raw material should be avoided and the material
should be placed close to the place of use. Thus, organizing the warehouse is vital.
e. Tools
Use automated hand pallet truck instead of a manual hand pallet truck to transport finished
products to the underground warehouse.
f. Material handling
Use mechanized or automated equipment. The hand pallet truck used is manual and is not very
practical when transporting heavy materials, especially when the distance is long. However, this
requires a big investment, since each forklift costs between $25,000 and $40,000. Amatoury 114
46
can start buying automatic forklifts in the coming years, depending on their budget allowance for
new equipment.
For the 250 mL bottles, the filling has to be done by the machine. We can see that the production
line for the 750 mL bottles is much faster because of the conveyor belt. However, automating the
production process of the 250 mL bottles is very costly and currently not feasible because the
return on investment would not be attractive knowing that there is relatively lower demand for
the small bottles compared to the big ones. Amatoury 114 should consider this improvement
only when the demand for these bottles increases, and the space in the factory allows them to buy
new machines to produce these bottles.
Furthermore, the locations of the storage rooms are not practical. For example, the storage rooms
where empty bottles and caps are stored are far from the filling machines. Furthermore, raw
materials, which are very heavy barrels, are not close to the manufacturing area. The worker can
only transport one barrel at a time, which lead to unnecessary transportation and motion.
Last, the warehouse where finished products are stored must be close to the end of the conveyor
belts, where packaging is done. This improvement, however, is not feasible, because the current
location of the factory does not allow expansion and is very packed. This is partially because
during the past couple of years, Amatoury 114 increased its product line and diversified into
many new products, thus decreasing the available space in the factory and making the layout less
efficient.
g. Plant layout
Relationship Chart and Space
A: Storage room 1 of raw materials
B: Offices
47
C: Water reservoir
D: Manufacturing area
E: Filling, labeling and packaging machines
F: Storage room 2 for empty bottles and caps
G: Warehouse
 The storage room 1, where raw materials are stored, must be close to the manufacturing
area to minimize unnecessary transportation and motion. Raw materials are very heavy to
move.
 The storage room 1 can be close to the offices so that employees can check flow of raw
materials.
 The offices should be far from the filling and manufacturing areas. These two areas are
very noisy.
 It is better that the office is also close to the warehouse to check flow of finished
products.
 The water reservoir must be close to the manufacturing area since all the mixtures require
water.
 The filling, labelling and packaging machines must be close to the manufacturing area.
The manufacturing and filling areas must be above each other’s (two floors). Storage
tanks of the manufacturing area will be connected to filling machines of the lower floor
through pipes.
 Storage room 2, where empty bottles and caps are stored, must be close to the filling
machines, to minimize unnecessary transportation and motion.
 The warehouse, where finished products are stored, must be close to the filling area to
minimize unnecessary transportation and minimize the use of the elevator.
Activity Relationship Diagram
48
Layout Space Relationship Diagram
New optimal layout
49
E. Evaluating Alternatives
Options Title Improvement Is it feasible? Reasons
A Motion study Automated filling Yes Benefits outweigh the
pipes cost
B Motion study Adding clamps and Yes Benefits outweigh the
customized stands cost
C Worker-machine Add 2 workers Yes Decreases costs
relationship
D Line balancing Merging elements Yes No cost added
across 3 stations
E Lean manufacturing, 5S on manufacturing Yes No cost added
5S area
F Lean manufacturing, Tablet, Kanban No Costly and not a
JIT priority
G Lean manufacturing, Timer on mixers Yes Negligible cost
Poka-yoke
H Lean manufacturing, Andon boards on No Costly and not a
Jidoka filling and packaging priority
machine
I Operation Purpose Reducing some Yes
elements
J Material Reusing bottles Yes Environment, less
cost
K Material Changing raw No Requires detailed
material analysis by experts
L Manufacturing Using robots on the Yes Similar to automated
50
sequence or process manual filling filling pipes
workstation, like
automated filling
pipes
M Material Handling Forklifts No Huge investment

N Plant Layout Change layout No Huge investment
We decided to evaluate the feasible options based on the attractiveness of their cost,
environmental impact and social impact. We allocated a weight of 0.5 for the cost since we are in
time of crisis and the factory’s main goal is to decrease cost. In addition, picking the most
environmentally friendly solutions is not as crucial as the social and cost perspectives, which
explains the allocated weights.
Decision Matrix
Design
Alternative Option A Option B Option C
Weigh Ratin Scor Ratin Scor Ratin Scor
Factors t g e g e g e
Cost 0.5 8 4 9 4.5 10 5
Environmental 0.2 9 1.8 9 1.8 8 1.6
Social 0.3 10 3 10 3 5 1.5
Total 1 8.8 9.3 8.1
Design
Alternative Option D Option E Option G
Cost 0.5 10 5 10 5 7 3.5
Environmental 0.2 8 1.6 9 1.8 9 1.8
Social 0.3 6 1.8 9 2.7 8 2.4
Total 1 8.4 9.5 7.7
51
Design
Alternative Option I Option J Option L
Cost 0.5 6 3 8 4 2 1
Environmental 0.2 7 1.4 10 2 3 0.6
Social 0.3 8 2.4 4 1.2 4 1.2
Total 1 6.8 7.2 2.8
The improvements tackle different problems of the factory and target different types of wastes.
Hence, we decided that it would be best for Amatoury 114 to implement the top three most
effective and efficient options with the higher scores.
1. Option A, which is automated filling pipes
2. Option B, adding clamps and customized stands
3. Option E, which is the 5s on the manufacturing area
52
F. Predetermined time systems (MTM-1)
We assume that the improvements stated in the motion study were implemented:
- Bottles on a stand
- Automated filling pipes which eliminate the need to weigh the bottle
We did the motion study in part II.F. on the filling, labelling of one 250 milliliters bottle. In order
to compare both cycle times, we decided to implement the MTM-1 on the improved process,
which is filling a 250 milliliters bottle. However, realistically, 6 bottles would be placed on the
stand at a time to produce one package. Before starting the filling process, the worker went to get
a bag of empty bottles and caps from the second storage room.
Left-hand description Right-hand description
Take the empty bottle from the bag and place

it on the stand
Take the automated filling pipe
Wait 6 seconds for the bottle to fill
Take a cap from the bag Return the filling pipe
Close the bottle
Remove the bottle from the stand

Look for an empty spot in the labelling
machine
Place the bottle in the labelling machine
Left-hand F LH - TMU TMU RH- F Right-hand
53
motio motion
description n description
Reach for the bottle,

R20B 18.6
20’’
Grasp a bottle G1C1 7.3
Move bottle to stand,

M16C 18.7
16’’
Position bottle on
P3SSE 46.5
stand
Release the bottle RL1 2.0
8.7 Reach the

R10A automated filling
pipe, 10’’
2.0 Grasp the filling

G1A
pipe
8.0(1.06)+ Move the filling

2.2 = 10.68 M4C3.3 pipe to the bottle,
4’’
53.4 Position the filling

P3NSD pipe on the top of
the bottle
0 G5 Grasp button
10.6 Apply pressure on

APA the filling pipe
button
54
0 RL2 Release the button
166.7 Wait 6 seconds for

the bottle to fill
Reach for cap from 13.5(1.06) Move filling pipe,

R20B 18.60 M10C3.3
the bag, 20’’ +2.2=16.51 10’’
53.4 Position the filling

Grasp the cap G1C1 7.3 P3NSD pipe back in its
place
2.0 Release the filling

Move the cap, 16’’ M16C 18.7 RL1
pipe
Position the cap on

P3NSE 47.8
the top of the bottle
Apply pressure on
APB 16.2
the cap
Release the cap RL1 2.0
6.4 Reach the filled

R4B bottle from the
stand, 4’’
7.3 Grasp the filled

G1C1 bottle from the
stand
7.3 EF Eye focus
4.0 D1E Disengage bottle
25.5 M24C Move the filled

bottle from the
stand to the
55
labelling machine,
24’’
21.0 Position the bottle

P2NSE
in the machine
2.0 RL1 Release the bottle
Assumptions:
 The empty bottle, the cap and the filled bottle (which is approximately 250 grams, less
than 2.5 lbs) are of negligible weight.
 The filling pipe has a weight of 1.5 kgs which is approximately 3.3 lbs, we round up and
take 7.5 lbs for the dynamic and static factors when moving the pipe.
 Reaching for the bottle and the cap are a reach of type B. They are mixed with other
bottles but since no search and select needs to occur since it does not matter which bottle
we grasp; we consider them as type B.
 The bottle is an almost cylindrical shape with diameter bigger than ½”, so it is a grasp of
type 1C1. The same assumption goes for the cap which is an oval-like shape (almost
cylindrical) and with the same diameter as the bottle (bigger than ½”).
 There is a specific location for the bottle on the stand so it is a move of type C.
 Positioning the bottle on the stand is an exact fit, semi-symmetrical (we can place it back
side to us or front side to us) and easy to handle.
 The filling pipe is movable but it is connected to the filling machine and has a specific
location from where it should be taken/moved back to so it is a reach of type A. Grasping
it is of type 1A since it is by itself.
 Moving the pipe exactly to the bottle needs precision so it is a move of type C, and it is
followed by a position which is exact, non-symmetrical (the filling pipe fits exactly the
opening of the bottle) and the filling pipe is difficult to handle as it may be slippery.
 Pressing and releasing the button are contact grasp/release.
 Since the filling pipe was in an exact location when we grasped it, we need to return it
back to this location. Moving is back is a move of type C which is followed by a
56
positioning which is exact and non-symmetrical (we need to put it back exactly where it
was on the machine) and difficult to handle (slippery).
 Moving the cap to the bottle is an exact location (type C). Positioning it is exact and non-
symmetrical (only one way since the bottle needs to be able to be opened in the correct
way) and easy to handle. The applying pressure that follows this is of type B since we
need to make sure the cap is carefully in place.
 The stand can have slightly different locations from cycle to cycle so reaching for the
bottle that is in it is of type B.
 We need to look for an empty spot on the labeling machine so we need to focus our eyes
on it.
 Disengaging the bottle from the stand is a loose fit (it does not take effort to remove the
bottle from it) and the filled bottle is easy to handle.
 The filled bottle needs to be positioned exactly in the labelling machine so it is a move of
type C followed by a positioning which is close (it is not a very tight fit), non-
symmetrical (the label has to be placed on the appropriate side) and easy to handle.
We now need to check if the motions that we specified are done by the right and the left hand
can be done simultaneously. We need to remove the non-limiting values. According to our table,
we have 3 occurrences where the left and right hand are supposed to work simultaneously. We
check the symbols of each and use the appropriate table to check which times we should
consider:
- The first occurrence is when the left hand is reaching for a cap (reach of type B) and the
right hand is moving the filling pipe (move of type C). Looking at the intersection of
these two motions in the table, we see that they are difficult to perform simultaneously,
so we allow both times.
- Next, we have the left hand that is grasping a cap (G1C1) and the right hand that is
positioning the filling pipe (position of class 3, non-symmetrical and difficult to handle).
Based on the notes below the table, we see that position of class 3 is always difficult, so
we account for the times of both motions.
- Finally, we have moving the cap to the opening of the bottle (move of type C) with the
left hand, and with the right, we have releasing the filling pipe. Based on the notes below
57
the table, we see that release is always easy. So, we only account for the time of the move
of type C.
Having determined the TMUs we need to consider by removing limiting values, we now move
on to calculate the standard time. We sum all the individual and highlighted simultaneous
motions and we get that the total time is: 599.19 TMU. Converting to seconds, we get that the
cycle time of this operation is 21.57 seconds. Comparing this value to the cycle time we got with
the motion study (39 seconds), we see that implementing automated filling pipes and a stand
(which eliminated the hold and the inspection steps) saved us 17.43 seconds per bottle which are
very valuable, considering they produce a lot of bottles per day. So, we can say that
implementing those improvements was worth it as it saved the factory time during which they
will be able to produce even more bottles and sell them locally, as well as export them.
To get the updated standard time, we need to multiply the cycle time by the allowance.
We use the same types of allowances that we used for the time study of 6 packs in part II D so
we get a total allowance of 25%. The standard time is:
(
21.57 × 1+
25
100)=29.9625 seconds per 250 mL bottle
58
IV. Conclusion
a. What did you learn from this project? What did you become aware of that you were not
before? What were the main limitations?
When conducting this project, we learnt that big and popular factories are not exempted
from having waste in their production process. Even though Amatoury is very famous in
Lebanon and it exports their products outside the country and one would think that their process
is very efficient, this is not the case. When we went to the Gemba, we saw that there is a lot of
room for improvement. This project taught us that implementing minor changes could drastically
improve the whole production process and increase production rate. It was very useful to apply
the concepts we learnt in class to a real-life situation because it gave us a sense of just how
important work measurement and methods is. In addition, it taught us the importance of using all
of the techniques together since they are all interrelated.
Our main limitations were focusing only on the production of shower gel. Amatoury
produces a lot of products and has many different machines. We had some trouble focusing on
the production of 750mL and 250mL shower gels since some were done manually by the
workers and some were done by machines. The entire process was complex and was composed
of many parts and hence it required attention to detail, but that made it interesting to study and
allowed us to see how most of the methods that we studied in class are applied to a real-life
factory.
Another limitation is the inability to take pictures of the factory (consent was not given)
and because of the pandemic and the time limit we were not able to perfectly apply the work
measurements concepts.
b. Which tools or techniques did you find most useful as a work measurement and methods
engineer? Which ones did you feel were overrated?
Looking back at the techniques we applied, we felt that the worker-machine relationship
studies, the random servicing in our case, was very useful. It allowed us to check how many
workers are needed at a specific machine based on a certain objective that we set. The motion
study along with the MTM-1 gave us very pertinent information. The motion study allowed us to
suggest improvements that can be implemented and the MTM-1, even though it was long and
59
tedious to do, gave us the improved cycle time which we compared with the one we got when
doing the motion study: we were able to quantitatively see how much our improvements were
useful by seeing the reduced cycle time. Regarding the time studies, they were very complex to
conduct, especially since the process involved many elements. It was time consuming and a bit
overrated. It took more effort than what it was worth. We could have obtained the same
information we got by doing a work sampling. Finally, the Muther’s optimal layout was useful to
get an idea of what an ideal layout would be in order to minimize the waste. However, we feel
that it was overrated in our situation as it is very theoretical and Amatoury 114 does not have the
space available in its factory, nor the resources needed, to completely change its setup. Hence,
we think that an operation analysis for the setup should be done only if the factory has flexible
resources and is able to modify its layout completely.
c. If you are paid to do this in an actual facility, how would you do it differently? How much
time would you say you need to present the manager with a final report?
In order to study Amatoury 114 as professionals, we need to study the production

processes of all its products simultaneously as some machines are common to different products.
Therefore, we would have gone multiple times to the factory in order to properly time the
elements of the time studies and take more observations for the work sampling.
Since it is very important to coordinate between the different parts of studying the system
(understanding it and suggesting improvements), in an actual facility, it would be better for us to
focus on one technique at a time and take our time in conducting it and then use its results to
suggest improvements. In addition, rather than simply suggesting improvements and then
assessing their feasibility theoretically, it would have been more useful and realistic to
implement one of the improvements we proposed (that does not require a lot of investment) and
assess its impact on the production process. In order to conduct the work measurement and
methods tools and techniques properly, and by that we mean taking the right amount of
observations, studying the data, suggesting improvements and studying their usefulness, we
would need, as a group of 5 people, around three months to submit the manager with a final
report.
60
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Final Report Last Year

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Final Report Last Year

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Amatoury 114

Shower Gel Production Line

Submitted to Dr Nadine Marie Moacdieh

b. Waiting for the next step

B. Documenting the system

Standard method: Shower Gel 750 milliliters Production Line

Upper floor (manufacturing area)

1. Go to the water reservoir

Lower floor (Filling, labeling and packaging floor)

Layout of the factory

C. Visualizing the system

The picture below is the one of the mixer.

Elements Start Point End Point

c. Determine Number of Cycles Needed

 All times are in minutes.

E1 E2 E3 E4 E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16

According to the approximate guide, the recommended number of cycles is 8.

 Degrees of Freedom = 3−1=2

 t = 2.92 (By excel T.INV.2T (0.1,2))

Elements x̄ Standard Deviation n

d. Record Element Times

A: Operator stopped working to chat with another operator.

1.5IQR = 0.21075 < Q - 1.5IQR

It’s an outlier. We don’t count A.

E1 E2 E3 E4 E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16

g. Performance Rate Operator

h. Assign Proper Allowances

Total Allowance = 36%

Elements Start Point End Point

c. Determine Number of Cycles Needed

· All times are in minutes

According to the approximate guide, the recommended number of cycles is 10.

ii. Statistical technique

Element 1 Element 2 Element 3 Element 4 Element 5 Element 6

· Mean = 5.85 min

Element 1 Element 2 Element 3 Element 4 Element 5 Element 6

f. Calculating Elemental Times

Element Element Element Element Element Element

g. Performance Rate Operator

Algebraic Sum 0.05

Performance Factor 1.05

Now, Average Element Time= 3.7(2/10) +0.398+1.54+0.921+1.946+1.134 =6.68 min

Normal Time: NT= 6.68 + = 7.73 min

h. Assign Proper Allowances

Using the International Labor Office standards:

Total Allowance = 25%

Standard Time: ST = 9.66min

Filling, Labeling, and Packaging machine for 750mL

Observation Time Using machine Machine Idle

We take CI = 90 % and the margin of error = 10%

Using excel, with α = 0.1 we find Z= 1.645

N (number of observations needed) = 1.645 ×

Observations Time Using machine Machine Idle

Using a 90% CI we get z = 1.645

Margin of error of P1∧P2=1.645 ×

So, machine is on for 57.14 % of the time ± 9%

To get the machine working time, we multiply 0.5714 by 10 hours.

Filling, Labelling and Packaging machine

Work sampling form:

Observations Time Day Machine is down

p¿ =1−α /2 = 1 – 0.025 = 0.975

Determining the frequency of the observations and Conducting the study:

Observations Time Day Machine is down